#1: Good
Judgment, Intelligence, and Personality. This 18-slide presentation is
available for download here
as a *PPT-minimized version, in a zip archive - 500kb.
The 27-page presentation paper/notes document is available here, as a pdf file, 1.5Mb). The conference abstract: Managers and
executives must make periodic decisions about how best to allocate their scarce
financial and human resources. Each decision they make is the end result of a
problem solving exercise. The quality of individual managerial problem solving
and decision making is a function of intelligence. But, what is intelligence?
The distinction made between intelligence and mental abilities is the key to
this answer. What various people call “g” concerns mental abilities. What we
call “intelligence” is defined in terms of good judgment, and is a key component
of successful managerial performance. We argue that two kinds of reasoning are
essential to all of this—problem finding and problem solving. Problem-finding
involves detecting gaps, errors, or inconsistencies in phenomenal observations,
trends, textual materials, or verbal arguments. Problem-solving involves
determining what to do, once a problem has been identified as existing, stated
or framed correctly. These are measurable constructs, with the initial attempt
now available as the Hogan Business Reasoning Inventory. This paper presents the
schematic model for version 2 - which is currently under development.

#2: Two Big
Ideas. This 22-slide presentation is available for download here as a *PPT-minimized
version, in a zip archive - 298kb. The 25-page presentation paper/notes document
is available here, as a pdf file, 1.4Mb). This presentation discusses the
implications of a quote from Bob Hogan (Hogan, R. (2005) In defense of
personality measurement: new wine for old whiners. Human Performance, 18,
4, 331-341 … pp. 334-335) ...
"However, other people don’t have traits; rather, we
assign trait terms to them as a way of summarizing recurring themes in their
behavior. There is a difference between description and explanation, and trait
theorists ignore the distinction". The second "Big Idea" was
complexity theory and biological self-organization, and the implications of this
knowledge for how psychologists construe variables, measurement, and causality.

I've also created a 3rd "micro-presentation" (just 4 slides!) and a 9 page
explanatory document tying together the themes embedded in these other two
presentations. Brunswick
Symmetry, Complexity, & Non-Quantitative Psychology - Tying it all
Together. This 4-slide presentation is available for download here as a *PPT-minimized
version, in a zip archive - 130kb. The 9-page presentation paper/notes document
is available here, as a pdf file, 270kb).

My advice - skim the presentation notes for #1
and #2 (these contain the slides in the presentation itself) to get a feel for
the kind, quality, and depth of information being presented. There is some very
interesting information in these two - not least the highlighting of a 1989 US
Government investigative Committee report which reduced Hunter and Schmidt's
meta-analytic correlation between General Mental Abilities and Job Performance
to 0.25 (from 0.5!), as well as the case report and images from the Lancet
(July, 2007) of a normally functioning man with nearly 75% of his brain
apparently "missing". Then skip straight to the presentation notes for #3 ..
this one gives you the big picture logic and argument - which draws upon the
content of #2 and #3 presentation notes.

And yes, the thinking leaves many questions
unanswered - but as I say in Presentation #3 notes ...

"That’s science for you. It doesn’t come
shrink-wrapped like the courses and text-books of quantitative psychology.".

Enjoy!

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